汽車零件業設備活化─以L公司為例

NCUIR > School of Management at National Central University > Executive MBA > Electronic Thesis & Dissertation > Item 987654321/60857

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Title:	汽車零件業設備活化─以L公司為例
Authors:	李慶南;Lee,Ching-nan
Contributors:	高階主管企管碩士班
Keywords:	設備活化;產線合併;機器手臂;Equipment revitalizing;Production line consolidation;Robot
Date:	2013-07-26
Issue Date:	2013-08-22 12:04:52 (UTC+8)
Publisher:	國立中央大學
Abstract:	台灣在1980年~1990年代被喻為亞洲4小龍之一，經濟突飛猛進，個人所得持續增加，各行各業產品需求提升。汽車消費產品代表生活改善指標，隨著市場飽和及經濟緩和成長，消費者對汽車品質及功能上需求不斷要求提升，銷售數量成長卻停滯不前。因此在汽車業者為提升銷售業務刺激買氣，除在促銷活動上提升業績外，對汽車零件供應商要求每年年度降價，逼迫零件供應商內部各項改善活動展開。特別汽車在台灣市場小、成長飽和情況下，汽車廠為維持預定利潤及市占率，仍是以要求各零件供應商配合降價。由於總體市場需求下降加上少量多樣車型變化，導致各零件供應商營收減少、設備產能過剩、成本升高困境產生。L公司在台灣汽車零件環境中，同樣遭遇此問題，需要將公司資源充份發揮，活化設備使用率，以改善公司體質。本研究提出 L公司在競爭生存壓力下可行的設備活化作法，以設備產線合併再利用，實施改造運用於新車型作業流程。在 L公司中現有產線整體利用率偏低前提下，針對現有生產線改造，在設備企劃、設計、製作、量產、廢棄再利用等方面設備活化改善手段為最有效直接途徑。特別是對車型更迭頻繁的新產品，未來量產混線生產及整合多條生產線，改善生產效率。活化主要設備工具為機器手臂 (Robot)，收集及分析設備稼動率低的 Robot 生產線資源，規劃活用提升至最大，過程中運用新組織力量結合生產技術與現場熔接課，事前規劃調整生產線並運用P.D.C.A.手法回饋結合，達到系統整合功能建立標準制度納入流程體系內。產線合併後省人化、省時化、效率化及最小成本發揮最大功能。 During the 80s and 90s, Taiwan was one of the four Asian Dragons, with fast growing economy and escalating personal income. Market demand for all kinds of products surged. Automobile ownership has always been a symbol of living standard. As economic growth slows down and consumer market saturates, consumers are requesting more functionalities and better quality in automotive products. In a stagnate market, in order to maintain profit, car companies not only have to rely on promotion to stimulate sales, but also have to request their component and part suppliers to cost down. This in turn forces the suppliers to improve their internal efficiencies. This is especially true for Taiwan, as the automotive market is small and has already saturated. Taiwanese car companies rely on small-volume large-variety production mode. Weakening market demand results in shrinking revenue, over capacity and surging production costs. As a automotive part supplier, Company L also faces the same problems. It needs to improve its resource utilization, revitalize its assets and strength it's competitiveness. This study attempts to propose a plan to revitalize production equipments, consolidating production lines, and applying to operations processes for new car models. Given the current low production line utilization for Company L, focusing on renovating production processes, that is, in device layout, design, manufacture, mass-production and reuse, is the most effective way. In particular, efficiency improvements should be made in areas relating to fast changing new product lines, in areas of mix-production line and consolidation of multiple production lines. The main equipment for the proposed revitalization plan is Robot. By collecting and analyzing the production lines with low activation rates, maximize their utilization, Company L can reengineering the production technology and welding departments and adjust the production processes in advance according to P.D.C.A., and systematize it into the standard operating procedure. This will result in savings in areas of manpower, time, work efficiency, and costs.
Appears in Collections:	[Executive MBA] Electronic Thesis & Dissertation

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